Competency Model & Performance Behaviors

Transcription

1 Model & Background Information The Multnomah County Model is a customized tool developed through the crossdepartmental, collaborative work of employees, HR Managers, and Directors. This model will anchor our performance management efforts as we implement the Performance Planning & Review (PPR) process. It provides a structured way of describing professional behavior, which gives the organization a common language to describe workplace behaviors. Competencies also link individual job functions to departmental and organizational business goals. By aligning our organizational strategies with competencies, the county can effectively drive performance management efforts, resulting in high-performance employees and a high-performance organization. The Model has seven categories and twenty-seven specific competencies. The offer approximately four to nine descriptive statements for each competency. Management Service employees and their supervisors should review the Model together and collaboratively identify competencies and corresponding performance behaviors that will contribute to success in the employee s position Key Definitions A competency model is a set of success factors, often called competencies that include the key behaviors required for excellent performance in a particular role. A competency is defined as a behavior or set of behaviors that links interpersonal skills, capabilities, and personal characteristics to excellent performance in a particular work context (e.g., job, role or group of jobs, function, or whole organization). Performance behaviors are descriptive statements that help to further define a competency by clarifying what it looks like to successfully demonstrate that competency. For more information contact the Talent Development Team Wayne Scott wayne.scott@co.multnomah.or.us x86904 Kelley Tralle kelley.m.tralle@co.multnomah.or.us x24506 Kitty Miller catherine.miller@co.multnomah.or.us x26637 Nancy Wilton nancy.l.wilton@co.multnomah.or.us x Sharon Daniel sharon.k.daniel@co.multnomah.or.us x26477

2 Model & Strategic/Leadership Develops goals and direction based on overall county/ department mission and vision. 1. Stewardship Demonstrates a commitment to responsible use of organizational resources. 2. Ethics Holds oneself to a high standard of professional, honest, and objective behavior. 3. Strategic Adeptness Develops global vision and understanding to achieve organizational goals. Uses data for making decisions regarding organizational resources. Performs a service for the public benefit without regard to direct profit. Makes good business decisions with the public benefit in mind. Makes and adheres to policies that recognize the ethics of government spending. Minimizes potential for ethical dilemmas and/or conflict of interest. Recognizes subtle ethical dilemmas, as well as inequalities and injustices, and seeks advice or support to resolve them. Models and reinforces ethical standards for individual, profession, field, and the county. Demonstrates respect, integrity, and credibility in thought and action. Interacts dynamically with internal and external stakeholders to produce results. Builds consensus and participation by articulating the vision. Continuously assesses achievement of desired outcomes and adjusts as necessary. Anticipates and responds appropriately to rapidly changing conditions. Forecasts, anticipates, and plans for future trends and department/county needs. Demonstrates an understanding of the county system, governance, and parameters of operations. Creates competitive and breakthrough strategies and plans. Aligns resources to support organizational goals. Creates and communicates a compelling and inspired vision or sense of purpose. Page 2 of 12 updated December 2009

3 Model & Strategic/Leadership continued from page 2 Develops goals and direction based on overall county/ department mission and vision. 4. Participative Leadership Actively leads through collaboration. 5. Leading Cross-Culturally Fosters an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision, mission, and goals of the organization. Listens, asks informed questions, seeks feedback, and acts in response to that feedback. Allows for thoughtful risk taking. Encourages sharing of ideas and information. Involves employees in decision-making. Creates a collaborative framework to meet desired results and outcomes. Promotes a culture of respect, inclusiveness, and appreciation of diverse perspectives, backgrounds, and values. Creates a welcoming, respectful work environment that encourages opportunities to learn from, understand, and benefit from cultural differences. Sets standards for and reinforces cross-culturally inclusive behaviors (i.e. respect for different perspectives, non-acceptance of stereotyping, etc.) in day-to-day communications and all teams, projects, and planning processes. Aligns organizational resources to enhance cross-cultural effectiveness for programs and service delivery. Demonstrates principles of cross-cultural effectiveness in overall communications and all practices relating to recruitment, staff development, staff promotion, and retention. Recognizes, works with, and effectively communicates with different work styles. Understands and implements solutions to support county diversity initiatives. Page 3 of 12 updated December 2009

4 Model & Results Through People Achieves results through the contribution of others. 6. Leading Employees Provides effective guidance and strategic direction to employees toward meeting the organization s vision, mission and goals. 7. Team Building Develops, inspires, and fosters employees to work collaboratively. 8. Respectful and Safe Working Environment Promotes a working environment/culture in which employees and customers feel physically and emotionally safe and able to express themselves without repercussion. Delegates and clearly articulates the mission, roles and responsibilities. Communicates effectively, openly and with transparency. Resolves problems and conflicts proactively, demonstrating appropriate problem solving and decisionmaking skills. Leads by example: models genuine, respectful interactions with others. Provides support/training, coaching, mentoring to assist employees and broaden opportunities. Understands and supports the needs of a diverse work force (e.g. cultural, community and intergenerational needs). Provides timely and constructive feedback. Fosters a productive, inclusive learning environment. Holds team members accountable for assignments and goals. Defines success in terms of team outcomes. Understands and addresses interpersonal dynamics effectively. Manages differences. Extends support and encouragement. Conducts effective, inclusive meetings. Responds to team members issues timely and appropriately. Understands and applies rules, regulations, and procedures dealing with workplace violence, harassment, safety, and security. Fosters an environment where all people are treated with dignity, respect, and fairness. Advocates for fair workplace practices even in the face of resistance or challenge. Promotes safety knowledge and awareness by encouraging staff participation and leadership in training, committees, etc. Holds staff accountable for practicing safe and respectful workplace behaviors. Page 4 of 12 updated December 2009

5 Model & Results Through People continued from page 4 Achieves results through the contribution of others. 9. Managing Cross Culturally Manages, leads, and enhances the talents, strengths, and abilities of a diverse team. 10. Managing in a Union Environment Navigates the complexities and dynamics of working with represented staff and their union officials. Understands one s own cultural identity and biases; redirects behavior to minimize these biases. Manages a diverse, yet inclusive workplace that recognizes and maximizes the talents of each individual. Adapts own style to effectively bridge differences. Models self awareness and seeks to enhance awareness of diversity issues. Defends equal treatment and promotes opportunity for its diverse employees. Promotes staff diversity awareness through participation in training, committees, etc. Leverages the diverse communication styles and cultural knowledge of all team members. Works collaboratively with labor representatives. Respects and shows support for union affiliations and activities. Cultivates relationships between represented employees, supervisors/managers, and the unions to benefit the organization. Understands and adheres to union contracts. Understands and upholds the role and responsibilities of management when interacting with represented employees. Consults appropriately with county labor relations experts when issues arise that are not covered by negotiated language. Page 5 of 12 updated December 2009

6 Model & Relationships and Community Builds positive and sustainable relationships with a range of key internal and external stakeholders. 11. Building Relationships Creates and cultivates relationships to garner support, raise awareness and build community partnerships. 12. Public Involvement Includes diverse public groups and citizens in program planning and decision-making. Develops goodwill. Understands the dynamics of difference in building relationships. Understands others and gains their cooperation in nonauthoritative relationships. Implements innovative and creative approaches. Creates effective strategic alliances. Bridges differences with clear and effective communication. Maintains perspective on roles and boundaries when building relationships. Engages diverse groups within the public in county initiatives. Conducts public presentations using effective facilitation skills and emphasizes building consensus. Works collaboratively with internal stakeholders and follows public involvement policies. Strategically partners with diverse communities and key stakeholders. 13. Cross Cultural Effectiveness Develops cultural knowledge, resources, and flexible approaches to work towards better meeting the needs of all populations. Receives ideas, suggestions and feedback from all populations in a positive manner. Operates effectively in the diverse communities which Multnomah County serves. Adapts services to fit the cross-cultural needs of Multnomah County. Creates and secures resources through community partnerships. Defends equal treatment and promotes opportunity for those within the communities we provide service to. Page 6 of 12 updated December 2009

7 Model & Relationships and Community continued from page 6 Builds positive and sustainable relationships with a range of key internal and external stakeholders. 14. Outreach/Marketing Raises the public s knowledge of and support of county government and services. 15. Organizational Savvy Demonstrates astuteness about organizational culture and interpersonal relationships, with both internal and external groups, to identify opportunities of mutual interest and benefit. Demonstrates skill and techniques in publicizing programs, telling our story, creating interest and developing goodwill to ensure long term support. Plans, organizes and delivers effective outreach or marketing strategies. Allocates resources to reach target populations. Seeks and capitalizes on opportunities to reach targeted populations. Identifies and defines outreach objectives in order to create and implement an action plan. Interacts tactfully with others. Navigates organizational structure and follows chain of command. Flexes work style to achieve results. Builds relationships with key players. Appropriately manages relationships to overcome obstacles. Develops goodwill. Page 7 of 12 updated December 2009

8 Model & Delivery Ensures services are provided through quality processes. 16. Customer Service Anticipates, assesses, and responds effectively to the needs of diverse customers, both internal and external. 17. Financial Management/ Procurement/ Purchasing Demonstrates stewardship of funding and expenditures. Routinely seeks information to better understand customer needs and requests. Proactively keeps customers informed. Gives customers timely and appropriate feedback. Diffuses sensitive or difficult customer situations and creates a climate for problem resolution. Quantifies and monitors customer service standards, to ensure high quality service. Models positive image through body language, facial expression and speech. Identifies needs of customers and communicates effectively across differences. Acts as a model representative of the department and the county in all service interactions. Possesses a familiarity with the county budget process. Monitors and adjusts budget appropriately. Relates budget to actual operations. Communicates the impacts of the budget process clearly, tactfully, and thoughtfully. Adapts to the budget cycle. Adheres to the county s policies and procedures for procurement. Navigates the internal system to secure resources and technical assistance. Aligns procurements and contracts with the County s Vision, Mission and Values. Utilizes diverse vendors when securing goods and services. Page 8 of 12 updated December 2009

9 Model & Delivery continued from page 8 Ensures services are provided through quality processes. 18. Technology Management Utilizes electronic systems appropriately for the processing and distribution of information (e.g. computers, telecommunications, etc). 19. Human Resource Management Cultivates employees through recruitment/hiring, performance management, employee and labor relations, and resource planning to maximize the ability to reach their full potential. Supports the implementation and use of technology solutions for internal and/or external processes. Encourages training and education in technology. Maintains a level of technological capacity to effectively conduct business. Maintains knowledge of common technological tools, and actively seeks information from expert sources on new tools, as appropriate for the related discipline. Explores technological solutions for process improvements. Uses technology to efficiently oversee the operation of programs and integrates technological standards into program benchmarks. Coaches and mentors employees. Develops training and career plans. Consistently provides performance feedback in a timely, respectful, and collaborative manner to support employee development and responsibility. Works collaboratively with labor representatives. Adheres to union contracts, personnel rules, and state and federal regulations. Complies with Civil Service Process. Conducts appropriate hiring processes. Recruits for diversity and hires a quality, diverse workforce. Strives to build a workforce that reflects the diverse needs represented in the communities we serve. Page 9 of 12 updated December 2009

10 Model & Outcomes Achieves quality outcomes for the individual, organization, and the county. 20. Program Management Improves organizational effectiveness to accomplish vision, mission, and goals. 21. Project Management Plans, organizes, staffs, directs, controls, and implements an identified plan/concept. 22. Change Agent Manages and leads change effectively. Sets challenging goals with clearly communicated expectations. Monitors and measures performance to ensure results and makes adjustments accordingly. Holds self and others accountable for achieving results/goals through the use of clear and positive communication. Acknowledges and celebrates when goals are met or exceeded. Operates within budget. Aligns program benchmarks with known best practices. Implements and maintains continuous process improvement. Develops a plan by defining goals and objectives. Identifies how tasks or goals will be achieved. Demonstrates the principles of project management. Delivers outcomes on time and within budget. Envisions the whole process and manages tasks. Evaluates and learns from goals/tasks that proved successful or did not meet expectations. Communicates the vision of a plan and is responsible for carrying out the plan. Demonstrates the principles of change management. Articulates the need for change to enable buy-in. Uses reliable data/measures to propose change. Demonstrates awareness of internal and external factors that may be catalysts for change. Recognizes, anticipates and addresses barriers that may impact change efforts. Supports innovation. Page 10 of 12 updated December 2009

11 Model & Outcomes continued from page 10 Achieves quality outcomes for the individual, organization, and the county. 23. Problem Solving Identifies creative options through communication and analysis of data. Identifies and investigates further into root causes. Identifies and puts into action creative and new ideas, policies, and strategies. Demonstrates the principles of continuous improvement. Experiments with new approaches. Researches and investigates evidence-based best practices. Seeks and considers key stakeholders input. Reviews and implements solutions for effectiveness. 24. Decision-Making Makes determinations using judgment, collaboration and data. 25. Customer-Driven Process Improvement Analyzes and improves existing processes based on customers input and perspectives. Listens and communicates effectively when considering choices. Demonstrates knowledge of when to act independently and when to get input. Solicits pertinent information from a variety of sources. Incorporates transparency into decision-making process. Demonstrates ability to make the tough call. Thinks alternatively to meet customers diverse needs, and strives to meet or exceed their expectations. Solicits the customer s perception and involvement in the process. Demonstrates understanding of customer needs. Involves internal and external customers in process improvement. Implements solutions. Page 11 of 12 updated December 2009

12 Model & Personal Development Strives for an honest and accurate assessment of oneself with willingness for continuous improvement. 26. Self Management Manages and continually improves one's own performance. 27. Resourcefulness Thinks strategically and takes effective actions. Makes decisions, takes actions, and chooses options being mindful of the potential impact on the organization, the client, or the team. States own views clearly and confidently, even in a conflict. Pursues continuous learning and seeks challenging assignments. Understands one s positional power and uses it appropriately. Demonstrates strategies to effectively manage tasks and personnel. Demonstrates personal accountability, accepts responsibility for decisions, and takes appropriate actions. Demonstrates self-awareness and self-management skills relative to personal stress, self-bias, self-esteem, and personal efficacy. Demonstrates self-motivation. Seeks assistance in difficult situations and additional resources for self development. Displays flexible problem-solving behavior and looks for alternative solutions. Demonstrates creativity, initiative, and a proactive approach that exemplifies can do behavior. Develops work systems to accomplish short, mid, and long term goals. Navigates the organizational system and works effectively with higher levels of the organization and key stakeholders. Establishes systems to document and share resources. Weighs potential outcomes and makes informed decisions under pressure. Implements innovative approaches. Garners support form key stakeholders. Page 12 of 12 updated December 2009